Narrative Strategy and Storytelling for Organisations
Helping organisations solve communication, engagement and change challenges through story
On storytelling frameworks, a Hollywood sequel, and the thing that actually makes stories good. Think of the last movie you saw that made you cry. Or gave you a moment of validation or taught you something new. That moment in the film felt validating and real because a truth resonated with you. Let’s dive into…
A senior leader at a global employee experience company opened what she expected to be a routine email marking her fifteenth work anniversary. What she found instead made her cry. Her husband walked in, saw her on her phone in tears. He asked her what was wrong.
Scratch the surface of any human, and you will find a story that matters. The nurse who became a marathon runner after a breakdown. The accountant who grew up on a cattle station. The team leader whose decision to stay home one afternoon changed the trajectory of her family. These aren't dramatic. They don't need to be. They're real, and real is what connects us.
People working in communications, content, and marketing are thinking about their value. AI can produce copy quickly. Suggest your next strategic move or find holes in your comms plans. It is fast, reliable and never misses a deadline. Where does storytelling training fit into a world where everything that is known about the tricks of the trade of communication is still in an LLM? Why learn about or upskill in storytelling when it is all there for us to explore?
I have facilitated numerous workshops, strategy days, narrative sessions, and conference experiences. Regardless of the setting or participants, a consistent pattern emerges. Typically, the most senior, outspoken, or confident individuals are the first to contribute, filling the room with their perspectives. However, as the session transitions to deeper reflection, it is often a quieter participant who introduces a profound idea, causing everyone to pause and absorb the insight.
At the end of a period of strategic thinking and planning, I normally hear from leaders who want a narrative strategy. When they start managing the process of rolling out the strategy. They ask to tack stories onto the strategy. But this is not ideal. The stories should be embedded in every step of the process. From listening, collecting, collating, and activating your narrative. Especially now, in this time of convergence of changes. AI is reshaping how work gets done. Instability is rewriting assumptions about markets, supply chains, and workforce planning. People are carrying personal disruption into professional spaces in ways that are hard to ignore. Change is not arriving from one direction. It is arriving from everywhere at once.
What truly separates those who reach mastery from everyone else is not talent, but the ability to keep going when the work feels unremarkable. The consistent effort during ordinary moments is what drives mastery.
Recently, I wrote an article about why I don’t teach the Hero’s Journey; you can read it here. It got people talking. Not because people disagreed, but because people said they had a similar critique of the Hero’s Journey. In particular, as the default of what a story is in terms of point of view, form…
Why I don't teach the hero's journey in business storytelling — and why a framework built around one white male Western perspective was never universal.
The surge of storytelling: What it means and what it doesn't. Storytelling is everywhere, featured in job titles, strategy documents, conference themes, and LinkedIn posts. It’s touted as critical in business communication, culture, and leadership. There’s a lot of excitement and commotion, for good reason. As much talk as there is about storytelling, there is…
Narrative Strategy and Storytelling for Organisations 